Académique Documents
Professionnel Documents
Culture Documents
2011
MANAGEMENT CONSULTING
ASSOCIATION
Table of Contents
No.
Case Name
Page
Biologics Supplier
Beverage Company
14
Project Gemini
20
Smartphone Acquisition
23
Pet Medication
33
Struggling Conglomerate
42
51
60
10
Accountware
69
11
Madecasse
80
12
Canadian Retailer
89
Biologics Supplier
Sample Framework
(This is one approach, remember that there are other potential frameworks)
Sample Candidate Framework
Revenue Economics
Competitors
Customers
Customer Segments
(large, small, specialty,
etc.)
Customer Mix
Customer Needs
Market would be another fair area for analysis. However, the candidate should know from the initial
information that the market is growing at a 14% CAGR.
Biologics Supplier
Competitors
Other suppliers to the biologics industry have been
experiencing a similar slowdown in sales growth.
There have been no notable new entrants to the
market.
No substitutes have developed for our products.
Biologics Supplier
Solution:
Exhibit #1: A good response identifies that after a brief period of overcapacity, demand is skyrocketing and leaving
capacity in the dust. A great response tries to quantify the shortage and lays out one or more hypotheses for why it
might be. For example: 1) Does it take a long time to add capacity in this business? (Yes.) 2) Are manufacturers
colluding to try and keep prices high? (No.) 3) Are there regulatory hurdles preventing additional plants from being
constructed? (No.)
Math Question: Approximations are fine here. This is a question designed to panic the candidate and test their
comfort with numbers they shouldnt fall for it! Using the CAGR formula would take several minutes; its much
better to approximate. Shortage in 2011 is ~20 and grows to ~60 by 2014. Approximating, we know a 50% CAGR
would be (20 -> 30 > 45 > 67.5) so thats too high. A 40% CAGR is a bit too low (20 -> 28 -> ~40 > ~56 ). 45% fits
much better (20 > 29 > ~42 -> ~60).Alternate method: 20 * (1 + x)^3 = 60, so (1 + x)^3 = 3. Approximating the cube
root of 3, its <1.5 and >1.4, so .5 > x > .4.
Key Implication: The shortage is growing at an astounding rate 45% compared to demand growth of 14%.
Gravity has to take hold at some point will there be a massive upswing in capacity in 2015/2016?
Biologics Supplier
Brainstorming
Question
Assume that were pretty confident the numbers in Exhibit 1 are true and demand wont pick up through
2014. What are some other ways our client could increase revenues?
Question #2 Solution:
Candidate should brainstorm as many (and as creative) options as possible. Two important areas:
- Gain share:
-Cut prices or increase marketing and direct sales
-Innovate with better-quality product
-Change product mix toward items that need to be replaced more often
-Acquire a competitor and try to gain supplier power to increase prices
- Create new revenue streams:
-Get into services to help customers meet the upcoming capacity shortage
- Begin selling additional inputs into the biologics manufacturing process
- Get into the biologics industry ourselves! (Massive growth + capacity shortage.)
Biologics Supplier
Conclusion
Example Recommendation
o Our client should take advantage of the upcoming capacity shortage by getting into services to help
our customers (the biologics manufacturers) ramp up capacity.
Note: Any recommendation is appropriate as long as it involves
taking advantage of the capacity shortage in some way.
Risks
o Risk #1: Manufacturers arent interested in ramping up capacity, prefer to try and drive prices up
o Risk #2: We dont have any expertise in services
o Risk #3: The market for services may be saturated
Next Steps
o Next Step #1: Speak to our customers to ensure this is a viable model
120
100
80
60
2008
Biologics Supplier
2009
2010
2011
Paradise:
Population 3M, with the main (and only) city on the island
very densely populated (nearly all locals live there, tourist
operations are on the outskirts of the island)
Inhabitants generally wealthy (and wealth is well-distributed)
Island enjoys broadband and wireless access in general,
good infrastructure
Main industry: high-end tourism
Right now, the islands inhabitants cannot purchase any Apple
products (there are no regulatory hurdles preventing them from doing
so, its just that Apple and the various service providers have not
decided to pursue the opportunity to date)
The island has an unreliable shipping system (often problems
getting products from multi-nationals imported)
Paradise tuned into mainstream media, so well aware of Apple
brand
Currently, there is one Mom-and-Pop style local manufacturer
selling all of the islands electronics and appliances; utilitarian in its
approach (functional focus over style)
Sample Framework
(This is one approach, remember that there are other potential frameworks)
Sample Candidate Framework
First, Id like to consider whether expanding onto the island makes sense:
Is their a market of desiring buyers? Can these buyers afford phones and computers? (Customers)
Is it strategically sound for Apple to consider geographic expansion in the first place? (Company
Capacity)
How strong is the competition that currently sells electronics on the island? How realistic is the goal of
carving out a profitable position in the market? (Competition)
10
11
12
Conclusion
Recommendation
o If interviewee has made compelling case for Web-based sales, could go in that direction, but, more likely
o Apple should proceed with entering Paradise because the islands citizens fit into the mold of the companys target market (affluent, wellconnected) and because existing, sole competitor offers a product thats compelling on price rather than design. Give the firms
projections, the product sales mix will allow them to clear their internal hurdle rate. Given the importance of distinguishing between Apple
and the cheaper, functional alternatives, Apple should open a retail store, which would be consistent with the firms approach in other
markets, allow them to create the holistic brand experience, and pave the way for more upselling and cross-selling of other products.
Risks
o Hurdle rate contingent on soundness of companys projections
o If other sleek tech providers (Android devices, etc) partner with the existing local franchise, the competitive dynamics change,
possibly rendering the recommended strategy less attractive.
If you get through the case quickly and have extra time
Scenario: Apple has decided to invest in a presence on the online and has built a retail store. The official opening/launch is this coming
Saturday. It turns out the local player has secretly been developing a similar phone and laptop and it intends to announce the new
products on Friday. General consensus is that the competitors products are not as high-quality as Apples, but the move upstream is of
concern since it may threaten Apples anticipate market share. The local player will be offering their phone at $100 and laptop at $600.
An outside consultant has floated the idea of decreasing Apples launch prices in response dropping the phone to $150 and the
computer to $800. Is that the right move?
Goal here is to get the interviewee to switch directions quickly with a new problem and see how consistent his/her approach to the
business is. If the candidate has contended throughout that Apples competitive advantage is design/quality over price, then the
appropriate response is that Apple should focus on its marketing and product differentiation rather than pricing schemes. Additionally,
interviewee should cite that such price decreases would affect the net margin calculations/conclusion. Recommendations on
advertising/marketing messaging can be brainstormed. NB: if a strong candidate gets here quickly, the interviewer might ask if Apple
should consider INCREASING its prices. Interviewee should note that it was previously mentioned that Paradises inhabitants are wellconnected to outside media and would be aware of the price discrimination, and accordingly resent it. This could hurt Apples long-term
prospects on the island.
13
Beverage Company
14
Sample Framework
(This is one approach, remember that there are other potential frameworks)
Sample Candidate Framework
Company
Distribution channels
Products, pricing
Revenues/Costs
Marketing/Advertising
Market
Growing/flat/declining
Competitors products/pricing
Customers
Brand perception
Demographics
Changing trends?
Beverage Company
15
Question #1
Question #1:
What do you think has caused the declining sales and profits for the company?
Question #1 Solution:
Information to be provided upon request:
The company makes 2 products:
Fruit Juice 100% juice, healthy
Fruit Drink has sugar, chemicals, water; accounts for 95% of sales
Player B produces Fruit Juice and revenues have increased in the last 5 years.
Player C produces Fruit Juice and Fruit Drink, revenues have been flat over the last 5 years.
The candidate should determine that changing consumer trends towards a healthier lifestyle has caused an increase in the sales of
the healthier fruit juice product. Costs have also gone up (leading to a decrease in profits) because it is more expensive to make a
100% fruit drink than one diluted with chemicals, water and sugar. Candidate should suggest the company reposition itself to focus
on Fruit Juice products.
Beverage Company
16
Question #2
Question #2:
Consumers like our clients brand and associate it with high-quality products. However, consumers
question the clients credibility in the healthier Fruit Juice segment. Player Bs marketing has especially
been attacking the clients credibility. What should the client do?
Question #2 Solution:
Candidate should brainstorm. Possible solutions:
Re-label products to emphasize 100% fruit juice, not from concentrate
Highlight health association in marketing campaigns, advertising
Market to parents, since kids dont care about healthy
Partner with fitness centers to distribute trials, promotional materials
Beverage Company
17
More Questions
Question #3
Profit margins on Fruit Drink are $0.25/case.
Profit margins on Fruit Juice are $0.15/case.
What should the client think about when
determining how much production it should
transfer from Fruit Drink to Fruit Juice?
Question #4
Lets say that the client is owned by a PE firm
who is looking to sell the company in the next 3
years. What would you tell the PE firm in
regards to changing the management team?
Beverage Company
Possible Answer #3
The client will have to make a good case for
moving production from Fruit Drink to Fruit
Juice, given that the margins are $0.10/case
higher for Fruit Drink. Client should conduct
detailed market research to determine if the
trend towards healthier lifestyles will continue in
the future. Client may also consider raising
prices on Fruit Juice or finding ways to reduce
costs.
Possible Answer #4
This depends on the PE firm. Does it own other
complimentary companies in its portfolio with
experienced management teams in this
business? If so, the PE firm should use the
outside management team if it has been
successful at quick turnarounds in this business
area.
18
More Questions
Question #4
Lets say instead that the client is owned by an
agricultural co-op of 900 farmers. A big
beverage company, say Pepsi, has offered to
purchase the client at a significant premium.
The co-op is hesitant to sell. Why do you think
this might be?
Question #5
After this project, if you were to take a job with
the client, what position would you want within
the company and why?
Beverage Company
Possible Answer #3
A company like Pepsi has established supply
sources. Pepsi may stop sourcing from the
agricultural co-op, the farmers could lose profits,
jobs.
An issue of culture. The agricultural co-op does
not want to sell-out to corporate America.
Possible Answer #5
Open-ended.
19
Project Gemini
20
Sample Framework
(interviewee should use the 4 questions as a broad framework)
Sample Candidate Framework
Question 1
Questions can go in a number of directions, but should aim to elucidate the economic case for the business, the
vision and aspirations of the founders, and the market environment. Examples:
(1) How will you make money? (what are the revenue streams?)
(2) What will it cost to run your business successfully?
(3) How will you get customers? (what do these customers look like?)
(4) How big will your footprint be? (in the immediate, given funding goals, and in the future?)
(5) Whats the competitive landscape? How is your proposed business different and better?
(6) What macro factors will impact your success? (to ensure your siblings are looking at the big picture)
Question 2
EXAMPLE:
Mission statement (story focus): Why us? Why we care. Why now?
Management overview
What well be creating. Fitness center components:
1. training
2. nutrition
3. balanced life-style
How well make money (detailing each business line)
What is will cost (detailing each business line); distinguishing between fixed costs (physical, open/closed)
and variable
Profitability breakeven time horizon, how well prioritize growth (debt repayment, equity, reinvestment)
Competitive landscape/macro
Formal customer acquisition
Risks present rosily, but acknowledge theyre there
Exit strategy
Strategic buyers? Management buyout? (latter likely preferable to most potential investors,
indicates entrepreneur commitment)
Project Gemini
21
Sample Framework
(interviewee should use the 4 questions as a broad framework)
Sample Candidate Framework
Question 3
Calculating revenues. More about setting up the approach than actually calculating:
Revenue = Price * Quantity
How will we price our services and what are the rev implications?
Candidate should think about the pros/cons of bundling membership to the three
business lines, talk through the anticipated customer bases, possibilities of a la carte
strategies, etc.
Gym access
Training sessions
Counselors
Classes
Concierge services
Value-added services
Food, drink, towels, etc.
(Interviewee should discuss which aspects of the business would have the best
margin)
Cross-selling, upselling
Pricing: flat-fee (monthly, annualized?), pay per use, training sessions a la carte, etc.
A strong interviewee will develop a structure for addressing this individual question: e.g., formula for revenue, what
would be a reasonable approach for anticipating price (pricing strategies) and quantity (what inputs would help form
a reliable customer penetration model, etc).
Question 4
Investment decision should flow from views offered throughout the case, especially those brainstormed during the
business planning section:
is the market attractive/is there demand?
does interviewee trust these siblings as operators?
does the exit strategy seem sound/will there be an attractive ROI?
any concerns about family businesses?
Project Gemini
22
Smartphone Acquisition
23
Sample Framework
(This is one approach, remember that there are other potential frameworks)
Sample Candidate Framework
Valuation Economics
Revenues (Price and
Quantity [Market Size and
Share])
Costs (Fixed and
Variable)
Discount Rate
Smartphone
Companies
Products (SmartCo vs.
PhoneCo)
Technology (patents or other
technological advantage)
Barriers to Entry (how easy
is each company to copy?)
Smartphone
Customers
Segmentation
(behavioral?
demographic? incomebased?)
Needs by Segment
(keyboard? security? fast
connectivity? etc.)
The discount rate isnt necessary here, but is a good thing to include in the framework. A great framework
will address not only the economics of the deal (revenues and costs), but also discuss other reasons our
client might want to purchase a particular company, including advantages with customer segments,
technology and patents, capabilities (design, R&D, marketing)., etc.
Smartphone Acquisition
24
Market Size
Hand the candidate Exhibit #1 (see
slide for notes).
Smartphone Acquisition
25
Solution:
Note: Approximation is fine for this question. (In fact, getting the exact numbers would take too long.)
Business
Prosumer
Consumer
Total Market (Year 1)
$60b
$80b
$300b
Smartphone Market (Year 1)
$30b
$20b
$15b
Total Market (Year 5)
$63b
$84b
$315b
Smartphone Market (Year 5)
$47.25b
$40b
$45b
Smartphone Growth ($)
$15.75b
$21b
$29.25b
Smartphone Share of Mobile Market
75%
50%
15%
Solution: While all segments are approximately equal in Year 5, most businesses and half of prosumers are
using smartphones. Meanwhile, only 15% of customers are using smartphones, which means the consumer
market has much more room for growth. We should acquire the company that appeals to consumers.
Smartphone Acquisition
26
Exhibits #2 and #3
Questions
Question #1: Hand candidate Exhibit #2.
Heres some data from a survey of all smartphone customers. What does this mean for our client? Is there
any other information youd want to know?
Question #2: Hand candidate Exhibit #3. (Ideally, the candidate should ask for this data in the previous
question.) Heres that same survey broken out into two segments. What does this mean for our client?
Solution:
Question #1: This is a red herring; there isnt much information here that is helpful to our client. A bad
response tries to draw too much meaning from these numbers. A good response identifies that the phones
are more or less equal to all customers. A great response identifies that this data might be different for each
customer segment and asks whether theres any additional information on how each segment sees the two
products.
Question #2: A good response identifies that SmartCo appeals to consumers and PhoneCo appeals to
businesses. (If asked, prosumers are a mix, but lean slightly toward SmartCo.) A great response ties this
information together with the market size for consumers from the previous question and recommends that
our client purchase SmartCo unprompted.
Smartphone Acquisition
27
Conclusion
Recommendation
Our client should purchase SmartCo because they produce a phone that appeals to consumers. Consumers
will be roughly a third of the market in five years, but since smartphones will only be 15% of the mobile
phone market, the consumer segment will have enormous room for growth (whereas businesses and
prosumers will not).
Risks
o Risk #1: Competitive entry. What if another player enters the market and tries to go after consumers?
o Risk #2: PhoneCo. What if PhoneCo sees the consumer growth numbers and comes after our market?
o Risk #3: Customer preferences. What if consumers value different attributes as the market grows?
Smartphone Acquisition
28
Bonus Question
Questions
Give this bonus question of the candidate has extra time and has correctly identified SmartCo as the
most attractive acquisition option.
Based on your recommendation, our client has decided to purchase SmartCo. But before they sign the deal,
Apple announces that theyre releasing the iPhone. Does your recommendation change?
Solution:
The candidate can answer this question in three ways.
SmartCo is still the best bet. Potential reasoning:
-The consumer market is big enough for multiple players
- Were a 4.7/5 on style and a 4.8/5 on price can Apple really beat that?
- The iPhone may be just as appealing to businesses and prosumers; PhoneCo wont be safe.
PhoneCo is a better bet. Potential reasoning:
-Why compete with Apple when we can have a niche to ourselves?
- Customers rank SmartCo highly now, but that might change when the iPhone is released.
29
Prosumer
Consumer
Current
Smartphone
Market:
50%
Smartphone Acquisition
Current
Smartphone
Market:
25%
Attribute
Web
Style
Price
Screen
Apps
Importance
4.7
4.6
4.2
3.9
3.7
3.4
SmartCo
3.9
4.7
4.4
3.6
4.2
3.4
PhoneCo
4.5
4.2
3.6
3.7
3.0
4.4
Scale:
5 = highest
1 = lowest
Smartphone Acquisition
Sample:
All customer segments
31
Businesses
Consumers
Attribute
Web
Screen
Attribute
Style
Price
Apps
Importance
5.0
4.8
4.4
Importance
4.7
4.6
4.2
SmartCo
3.2
3.7
3.9
SmartCo
4.9
4.8
4.4
PhoneCo
4.7
4.5
4.0
PhoneCo
2.8
3.2
2.6
Scale:
5 = highest
1 = lowest
Smartphone Acquisition
Sample:
Business segment customers
Consumer segment customers
32
Pet Medication
33
Pet Medication
34
Sample Framework
(This is one approach, remember that there are other potential frameworks)
Sample Candidate Framework
Prescription rate
Vets
Alternative treatments
Pet Owners
Fewer dogs
Affordability
# undiagnosed
No treatment
Pet Drug
Companies
Marketing
New entrants
PetCo
Petvascent
Quantity
Type
Pricing
Differentiators
Pricing
In store
Retail competitors
Change in displays
Online
Other pet stores
Unit sales
Patent?
Wholesale pricing
Marketing
Pet Medication
35
Question #1
Question #1:
[Give the candidate Exhibit 1] What does this chart indicate about Petvascents position in the market?
Question #1 Solution:
Petvascent is the market leader
From 2008-2011, Petvascents revenue declines faster than the market and is dragging the market size down
Two new entrants appeared in 2005, neither appears to have grown significantly
Bonus: Other competitors appear to be fairly stable, indicating that no one is stealing share from Petvascent
The candidate should now investigate other reasons that sales may have declined.
Pet Medication
36
Pet Owners
Continue to own
dogs at similar
rates
Continue to take
Most vets continue
pets to vets at
to order the same
same rates
amount, a few
Continue to follow
have vastly
instructions from
increased their
vets with same
orders
variety
View Petvascent
positively
Continue to spend
money on pet
medication
Trust in Clean
Heart as best
medication
Drug Cos.
There have been
new entrants
However, no new
drugs have made
significant
improvements and
remain low-level
players
PetCo
No changes to
wholesale pricing
Has continued to
price at $20/unit
No changes in
marketing quantity
or type
Angered by
presence of Clean
Heart in other
stores
No changes in
price
Other stores
charging $17/unit
Charges $17/unit
to PetCo
Charges $10/unit
to vets
Continues to only
Maintains online
distribute Clean
store presence that Heart through
is comparable with
PetCo and Vets
industry leaders
No change to
Same marketing
and display
Pet Medication
Petvascent
packaging
37
Question #2
Question #2:
Estimate 2009 & 2010 profits. What is the % change in profit level?
Raw materials: $5/unit
Vet Price: $10
Packaging: $0.5/unit
PetCo Price: $17
Transportation: $1/unit
Marketing: $100m (2009) and $110m (2010)
SG&A: $50m (2009) and $55m (2010)
Question #2 Solution:
The candidate must estimate
units and revenue in each year
from Exhibit 2; allow any
reasonable estimate
The candidate should sum the
variable costs to find a single
figure
Revenue
2009
2010
Vet Units
15,000,000
18,000,000
Vet Price
$10.00
$10.00
PetCo Units
22,000,000
20,000,000
PetCo Price
$17.00
$17.00
Total Rev $524,000,000 $520,000,000
Costs
2009
2010
Total Units
37,000,000
38,000,000
Variable Costs
$6.50
$6.50
Total VC $240,500,000 $247,000,000
Marketing $100,000,000 $110,000,000
SG&A $50,000,000 $55,000,000
Total Costs $390,500,000 $412,000,000
Profit
2009
2010
Revenue $524,000,000 $520,000,000
Total Costs $390,500,000 $412,000,000
Profit $133,500,000 $108,000,000
% Change
-19%
38
Conclusion
Recommendation
o Revenues have declined because vets are reselling Clean Heart to competing retailers at a lower price,
which undercuts sales at PetCo.
o To combat this, Petvascent can (1) add Not for Resale to packaging (2) change sales contracts with vets
and/or (3) limit purchases by vets
Risks
o New sales contracts may alienate vets who are good customers
o Customers may have grown used to lower priced Clean Heart
Next Steps
o Re-evaluate price elasticity of demand
o Discuss sales contracts with vets
Pet Medication
39
Exhibit #1
Revenues from heart worm drugs by Competitor ($ millions)
600
Client
500
Competitor A
Competitor B
400
Competitor C
300
Competitor D
Competitor E
200
Competitor F
Competitor G
100
Competitor H
0
Growth Rates
Market
Client
Pet Medication
Competitor I
2000
n/a
n/a
2001
2.40%
2.97%
2002
2.74%
3.57%
2003
5.72%
3.43%
2004
8.81%
3.11%
2005
12.20%
3.76%
2006
2.70%
2.76%
2007
1.23%
3.07%
2008
-4.36%
-4.69%
2009
-0.09%
-0.91%
2010
0.10%
-1.06%
2011
-1.66%
-1.76%
40
Exhibit #2
Petvascents Unit Sales of Clean Heart by Distribution
45,000,000
40,000,000
35,000,000
30,000,000
25,000,000
20,000,000
15,000,000
Vet Units
PetCo Units
10,000,000
5,000,000
0
Pet Medication
41
Struggling Conglomerate
42
Sample Framework
(This is one approach, remember that there are other potential frameworks)
Sample Candidate Framework
Quantity
Profitability
Product mix
Price
Fixed
Variable
Customers
Preferences
Who are they
Marketing
Competitors
New entrants
Substitutes
Internet
Volume
Distribution
Direct Sales
Distributors
Time to sale
Struggling Conglomerate
43
Customers
Paper large
businesses, office
supply stores
Janitorial supplies
large janitorial
companies
Packaging shipping
companies, retailers
with shipping service
Preferences remain the
same
Demand for paper
dropping with internet
Struggling Conglomerate
Competitors
Distribution
No specific
differentiation across
business lines;
SupplyCos products are
generally well regarded
Substitute internet.
Email has replaced
printing and mailing,
reducing demand for
both paper and
packaging.
44
Question #1
Question #1:
Profitability is declining what are some reasons that could be?
Question #1 Solution:
Costs
Increase in SGA
Increased marketing with no increase in sales
Increased material costs
Higher labor
Revenue
Decreasing real prices more discounts
Reduced quantity change in preferences, competitor influence
Shift to less profitable products
Struggling Conglomerate
45
Question #2
Question #2:
How can we determine if our clients costs are too high? [Steer to Exhibit 1 competitor costs]
[After analysis]
How could the client improve these ratios?
[could be improved by: (a) raising prices to increase sales (b) renegotiating supplier agreements (c) finding
cost efficiencies in back office]
Question #2 Solution:
SupplyCo is in the bottom 25% in all business units
Revenue
COGS
SG&A
Inventory
COGS/Revenue
SG&A/Revenue
Net Income
Inventory Turnover
$ millions
Paper Janitorial Packaging Total
323
451
157 931
291
400
138 829
31
42
15
88
100
180
51 331
90%
10%
0.3%
3.2
Struggling Conglomerate
89%
9%
2.0%
2.5
88% 89%
10% 9%
2.5% 1.5%
3.1 2.8
Competitors
Paper
Janitorial
Packaging
Top 25% Bottom 25% Top 25% Bottom 25% Top 25% Bottom 25%
79%
4%
17%
5.1
88%
9%
3%
3.7
77%
5%
18%
4.3
91%
9%
0%
2.7
83%
3%
14%
4.9
87%
11%
2%
2.9
46
Question #3
Question #3:
Brainstorm ideas for revenue growth.
[After initial brainstorm push for more ideas]
[Distribute Exhibit 2]
If the company needs to gain another $50 million in profit, which of these scenarios should they
pursue? They can pursue more than one at once.
Question #3 Solution:
They should pursue Option B & C in tandem
Option A should not be pursued because (A) expected share is unknown (B) it is completely outside from
the companys competency
Both B & C fail to achieve $50 million in profits
A
B
C
Market Size $50,000,000,000 $2,700,000,000 $10,000,000,000
Expected Share
10%
1%
Margin
35%
15%
10%
Profit n/a
$40,500,000
$10,000,000
Struggling Conglomerate
47
Conclusion
Recommendation
o The clients costs are too high relative to its sales; the client must achieve greater synergies and should
then pursue recycled products and expand its customer base in janitorial supplies.
Risks
o Reaching smaller companies for janitorial supplies may be more costly and could drive up SG&A costs
o Entering recycle products business will mean competing with established players
Next Steps
Struggling Conglomerate
48
Exhibit #1
Costs by Business Unit
Revenue
COGS
SG&A
Inventory
$ millions
Paper Janitorial Packaging Total
323
451
157 931
291
400
138 829
31
42
15
88
100
180
51 331
COGS/Revenue
SG&A/Revenue
Net Income
Inventory Turnover
Struggling Conglomerate
79%
4%
17%
5.1
88%
9%
3%
3.7
77%
5%
18%
4.3
91%
9%
0%
2.7
83%
3%
14%
4.9
87%
11%
2%
2.9
49
Exhibit #2
Option A: Pharma
Struggling Conglomerate
50
51
Sample Framework
(This is one approach, remember that there are other potential frameworks)
Sample Candidate Framework
Market
Market Size / Growth
(Whats the potential
of Tap & Go for
transit?)
Current Competitors
/ New Entrants
(similar offerings?)
Substitutes
(competing
technologies such as
the Google Wallet?)
Company
Customers
(segmentation,
average spend on
public transportation,
willingness to adopt
new technologies)
Capabilities (patent,
expertise with Tap &
Go, partnerships that
can be leveraged)
Economics
Revenue
Price (lump sum fee
from retailer + per
transaction
fee) x Quantity (# of
transactions)
Costs
Fixed (R&D, SG&A,
advertising, IT,
support center)
Variable (cost per
transaction)
Upfront investment
Execution
Access to
transportation
authorities
Regulatory barriers
Money on hand for
investment
Opportunity cost
52
Economics
See Exhibit 2
Company
Customers: Commuters, the majority of whom
have credit cards
Execution
No additional information to provide.
These points should be taken into consideration
when assessing the risks.
53
Question #1
Question #1:
PayCo has identified three key cities on which it would like to focus. As a first step, it would like to enter one
city and service one mode of transportation. Based on the information we gathered and given a 5 year
horizon (2011-2015), which city and mode of transportation should PayCo target?
(Present the interviewee with Exhibit #1)
Question #1 Solution:
Not all data points in the exhibit are necessary for reaching a conclusion. The interviewee should focus on
the most relevant information.
The industry in question is credit cards, and so the interviewee can assume that the main source of
revenues will be fees (as a % of transactions). Since we dont know anything about potential differences in
the size of the fees, costs or penetrations rates, well assume theyre the same for all three cities.
An expected value approach can be used to assess which city / mode of transportation are most attractive.
Expected Value = Revenue * Number of Years * Probability of Implementation (* unknown % fee).
For example, the value of the New York Subway is (% fee) * ($12B*4*90%) = $43.2B*%fee.
Repeating the same exercise for the New York Bus: $5.4B*4*80%*fee = $17.3B*%fee
London: Subway = $36.4B; Bus = $16.2B
Tokyo: Subway = $9.6B; Bus = $13.8
Based on the expected value analysis, the New York Subway seems like the best target.
The New York population growth and GDP also support entering this market.
PayCo Credit Cards
54
Question #2
Question #2:
Our analysis of the New York subway market yielded the following results. Would PayCo be able to break
even within 5 years?
(Present the interviewee with Exhibit #2)
Question #2 Solution:
Upon request, provide the information that the upfront investment in the launch is $5M.
PayCo will break even in 2014 (see further information on the calculations on the next page)
Revenues
Costs
2011
2012
2013
2014
2015
License
250K
250K
250K
250K
250K
Proc. Fee
7.5M
10M
12.5M
15M
15M
Per Trans.
6M
8M
10M
12M
12M
A&D
2M
1M
500K
SG&A
50K
50K
50K
50K
50K
-300K
1.2M
2.2M
3.2M
3.2M
Profit
PayCo Credit Cards
55
Question #2 (Continued)
Question #2 Calculations:
Transaction fee: 0.2% of transaction.
In 2011 there are transactions worth $3.75B, so the revenue would be 3,750,000,000*0.2% =
3,750,000,000*(2/1000) = 3,750,000*2 = 7.5M
Cost per transaction: $0.004 per transaction.
In 2011 there are transactions worth $3.75B. Given an average transaction size of $2.5, the total number of
transactions is 3,750,000,000/2.5 = 1,500,000,000.
The cost per transaction is hence 1,500,000,000*0.004 = 1,500,000*4 = 6M
Annual profit = (license fee + total transaction fees) (total transaction cost + A&P + SG&A)
Breakeven will be reached when total profits will cover the upfront investment of $5M.
This will happen in 2014.
56
Conclusion
Recommendation
o PayCo should enter the New York Subway market: it has a high revenue potential, a high probability of
implementation and a shorter-than-required break-even period
o It would make sense to enter additional cities / modes of transportation in the next 5 years
Risks
o Our projections of the implementation probability and number of transactions may be inflated
o Response from our major competitor
o Regulations resulting from privacy and security concerns
Next Steps
o Create an implementation plan for entering the New York Subway market
57
Exhibit #1
City
New York
London
Tokyo
Population
8.2M
7.8M
13.1M
Pop. Growth
0.9%
0.7%
0.8%
GDP
$1,406B
$565B
$1,479B
Subway
NYC
London
Tokyo
Bus
NYC
London
Tokyo
Annual ridership
1.604B
1.107B
3.160B
Annual ridership
0.747B
1.780B
1.946
Annual revenues
$12B
$13B
$16B
Annual revenues
$5.4B
$9B
$11.5B
Expected Year
of Implement.
2012
2012
2014
Expected Year
of Implement.
2012
2014
2013
Probability of
Implement.
90%
70%
20%
Probability of
Implement.
80%
90%
40%
58
Exhibit #2
Economics of the New York Subway Tap & Go Market
2011
2012
2013
2014
2015
Average Size of
Transactions
$2.5
$2.5
$2.5
$2.5
$2.5
Annual
Transactions
$3.75B
$5B
$6.25B
$7.5B
$7.5B
Advertising and
Promotions
$0
$0
SG&A
$50,000
$50,000
$50,000
$50,000
$50,000
59
60
Sample Framework
(This is one approach, remember that there are other potential frameworks)
Sample Candidate Framework
61
62
Question #1
Question #1:
What do you learn about the two companies and the potential synergy opportunities by looking at this
map?
If the interviewee did not ask for the map prior to creating the framework, give it now
Question #1 Solution:
Observations
Many more Packaging Inc. sites than Aluminum Inc. sites
Most plants and warehouses are co-located
Heavy footprints in California, Chicago area and the eastern seaboard
Most locations are near or in large metro-areas
Packaging Inc. has many combined Retail/Restaurant facilities but Aluminum Inc. does not
Packaging Inc. has very few dedicated Retail facilities, but their average sizes are very large
Aluminum Inc.s facilities are much smaller on average
Opportunities
More locations could help Aluminum Inc. sells its products in more regions, or at least reduce its freight cost of
transporting heavy products long-distance across the country to customers
Consolidate facilities where there are some regional overlaps (e.g. southern CA)
Consolidate facilities where Retail and Restaurant are not being stored in the same locations
Small and very large (i.e. >800k ft2) facilities can start to become inefficient potential to create optimal size
warehouses
63
Business Unit
Packaging Inc.
Aluminum Inc.
Facilities
Total ft
Facilities
Total ft
Restaurants
15
4.3m
0.2m
Retail
1.7m
0.8m
Both
19
9.9m
Other Warehouses
Total
36
15.9m
11
1.0m
Manufacturing Plant
Packing Inc. Warehouse
64
Question #2
Question #2:
Given exhibits 2 and 3, what freight savings can you estimate by combining the two companies?
Question #2 Solution:
There are different ways to calculate this. One way is first to calculate the effect of reduced rates and
then to calculate the effect of mode optimization:
New Total Freight Expenses
Aluminum
Inc.
Before
Total
92 (unchanged)
24 (reduced
by 33%)
116
4 (unchanged)
10
(unchanged)
14
26 (unchanged)
3 (reduced by
25%)
2 (reduced by
33%)
8 (unchanged)
116
108.75
14
10.5
29
Intermodal
29
29
10
Small Package
10
10
TOTAL
158.25
Truckload
After
Math
87 + (1 - 25%) x 29
7 + (1 - 50%) x 7
65
Exhibit #2:
Total Freight Expenses by Mode ($m)
180.0
160.0
140.0
92.0
125.0
120.0
100.0
183.0
80.0
60.0
4.0
26.0
3.0
36.0
40.0
58.0
20.0
-
10.0
4.0
8.0
66
Exhibit #3:
Cost to Transport 1 Pound, 1 Mile By Mode
Packaging Inc.
Aluminum Inc.
Truckload
$1.00
$1.50
$2.00
$2.00
Intermodal
$0.75
$1.00
Small Package
$3.00
$2.00
67
Conclusion
Recommendation
o Significant synergies in supply chain merger: Procurement, manufacturing, freight, warehousing,
inventory
o Freight savings alone would be $24.75m per year
Risks
o Freight savings assumptions might be too aggressive (i.e. how much of the rates we could actually
share and how much of the modes we can actually optimize)
o Freight is significant but we dont yet know if the other supply chain areas will yield similar levels
of savings
o These efforts are complicated to implement and can lead to significant operational disruptions
Next Steps
o Investigate other supply chain opportunity areas to prioritize implementation initiatives
68
Case: Accountware
Case Type: Acquisition Screen
Accountware
69
Sample Framework
(This is one approach, remember that there are other potential frameworks)
Sample Candidate Framework
Financials
Our client
Strategic
Market
Size/growth/share
Culture
Customer who?
Capabilities
Strengths/gaps
Price
Multiples
Profit
Synergy
Comparable Multiples
Strategic
Market
Financials
BankWeb
Cost
Revenue
Geography
Size/growth/share
Customer who?
Capabilities
Alignment?
Competitors
Differentiators
same
Retail Inve.
same
Other
Regulatory
Accountware
Culture match?
70
BankWeb
Inventory tracking
system for clothing
retailers
Developing software
that accounts for
disclosures required
by new health care
policies
Mid-tier quality
2% market share
Was 2% market
growth; accelerated to
5% last 4 years
Has been run by same
CEO, the founder,
since 1995
Culture: professional
Other
There are no
regulatory concerns
with the acquisition of
any of the targets
Culture: start-up
Accountware
71
Question #1
Question #1:
From a strategic prospective, discuss the advantages and disadvantages of each target.
Question #1 Solution:
BankWeb
Pros: Industry leading, excellent quality. Rapid growth.
Cons: Flat market growth; not core to what Accountware does
HospitalAccount
Pros: Familiar capability set, positioning for new growth with healthcare disclosures, rapidly growing market
Cons: Middle of the road capabilities, small market share
Retail Inventory
Pros: Strong competitor with larger companies; poised for growth
Cons: Non-core capabilities, low market share
Accountware
72
Question #2
Question #2:
From a financial prospective, which looks like the best target? [Give Exhibit 1]
If asked:
Do not expect synergies from BankWeb
Do not expect synergies from Retail Inventory
Prompt candidate to suggest synergies for HospitalAccount
Question #2 Solution:
BankWeb appears to be very attractive because of its high EBITDA margin
A good candidate will recognize that synergies from the merger would make HospitalAccounts financials more
attractive
A superior candidate will observe that HospitalAccount has far more sales people and developers than necessary
and will make a specific suggestion as to how those numbers could be brought in line proportionally to
Accountwares numbers (look at Revenue/person ratios for both sales people and developers)
See Exhibit 1 solution (finding these precise answers is not necessary; the key is recognizing that Accountwares
familiarity with accounting software development combined with its scale should help improve HospitalAccounts
financials)
Accountware
73
Question #3
Question #3:
Which target should Accountware pursue and why?
Question #3 Solution:
The candidate should use the comparable numbers provided in Exhibit 2 to estimate a price based on their choice of
targets.
Candidate should develop an industry average and should ignore one of the companies from each industry.
Accountware
74
Conclusion
Recommendation
o Based on both strategic and financial fit, Accountware should pursue Hospitalaccount. This
acquisition will allow Accountware access to new customers while using its familiarity with the
product to reduce costs at the target.
Risks
o Cultural fit is the CEO going to retire and is he the key to the organization?
Next Steps
Accountware
75
Exhibit #1
Revenue
COGS
Gross Profit
SG&A
EBITDA
Sales people
Software Developers
Accountware
70
93
30
60
100
200
76
Exhibit #1 Solution
as % of Sales
COGS
Gross Profit
SG&A
EBITDA
BankWeb
50%
50%
10%
40%
Revenue/person
Sales people
Software Developers
$1,000,000
$500,000
$500,000
$375,940
$1,000,000
$500,000
$1,000,000
$500,000
Revised Forecasts
Revenue
COGS
Gross Profit
SG&A
EBITDA
Sales people
Software Developers
Accountware
35
70
30
60
100
200
77
Exhibit #2
Recent Acquisitions
Company
Market
Industry
Clothing Tracking
US Inventory software
Retail Counter
US Inventory software
Restaurant Tracker
US Restaurant Inventory software
Japan Accounting
Japan Accounting software
AccountMan
US Accounting software
QuickCounting
US Accounting software
Web Fast
US Web development
Quick Web
US Web development
Web Flash
US Web development
Accountware
Sales
50
70
1,500
150
30
48
30
5
40
($ millions)
EBITDA Acquisition Price
10
50
15
75
200
400
75
675
7
42
12
72
8
96
2
30
10
120
78
Exhibit #2 Solution
Recent Acquisitions
Company
Market
Industry
Clothing Tracking
US Inventory software
Retail Counter
US Inventory software
Restaurant Tracker
US Restaurant Inventory software
Japan Accounting
Japan Accounting software
AccountMan
US Accounting software
QuickCounting
US Accounting software
Web Fast
US Web development
Quick Web
US Web development
Web Flash
US Web development
Sales
50
70
1,500
150
30
48
30
5
40
($ millions)
EBITDA Acquisition Price Sales multiple EBITDA multiple Comparable EBITDA
10
50
1.00
5.00
5
15
75
1.07
5.00
200
400
0.27
2.00
75
675
4.50
9.00
6
7
42
1.40
6.00
12
72
1.50
6.00
8
96
3.20
12.00
12
2
30
6.00
15.00
10
120
3.00
12.00
Should ignore Resturant Tracker (too big), Japan Accounting (wrong market), and Quick Web (too small)
Accountware
79
Case: Madecasse
Case Type: Non-profit
Madecasse
80
Sample Framework
(This is one approach, remember that there are other potential frameworks)
Sample Candidate Framework
Madagascar
Social
Political
Economic
Demographics
Income distribution
Culture
Stability
Family structure
Rule of Law
Industries
Sourcing
Options
Venezuela
Madagascar
Columbia
Preferences for chocolate
US consumers
WTP
Average spend
Technology use
Fixed
Variable
Dark/milk
With(out) nuts/fruit
Normal bar
Bar with cause
By demographic group
Distribution
options
Retail/grocery
Online
Other
chocolate
bars
# other options
Current share
Types
Marketing approach
Other
Regulations
Madecasse
81
Sourcing Options
Madecasse
US Consumers
$2/bar
Top 25% of income
earners willing to pay
more for high-end bars
Other bars/Distrib.
3 primary brands with
multiple products
Typically have
ingredients outside of
chocolate (e.g. nuts,
caramel)
Sold through grocery
stores, convenience
stores, and gas stations
Growing tendency to
pay more for items
associated with a cause
82
Question #1
Question #1:
Where should Madecasse source its coco beans? They are considering three options: (1)
Madagascar (2) Colombia (3) Venezuela.
Questions:
(A) What subjects would you consider in comparing these 3 sources?
(B) [Give Exhibit 1] Which market should they source from?
Question #1 Solution:
The candidate should quickly brainstorm a way to compare the markets or can build on work from the initial
framework. Potential subjects include: Costs (labor, transportation, equipment, etc.), quality, harvest size, export
issues, tariffs, local government issues, environmental concerns.
See Exhibit 1 Solution for math explanations
The candidate should find that greater profit is available by producing in Colombia or Venezuela.
However, the overall impact on Madagascar that Madacasse can make is greater by producing in Madagascar
because all of the labor costs are actually contributing to local well-being. Therefore, the company can have the
greatest impact by sourcing coco beans from Madagascar.
Madecasse
83
Question #2
Question #2:
What considerations should Madacasse take into account when selling bars to American
consumers?
[The goal of this section is to have a discussion with the candidate. The candidate should
brainstorm ideas and can use initial framework. Guide the conversation to cover (1) the target
demographic (2) probable distribution channels (3) how to position the bar vs. competitors]
Question #2 Solution:
Target demographic: should include wealthier individuals who tend towards purchasing higher-end foods.
Distribution channels: higher-end grocery stores and convenience stores in wealthy neighborhoods. Could include
partnerships with wine stores, coffee shops, etc.
Positioning: Various solutions are possible, but should include (1) proceeds to charity and (2) emphasize quality
Madecasse
84
Conclusion
Recommendation
o Madacasse should source its coco from Madagascar, which will result in an impact of $375m. The
chocolate bars should target wealthy American consumers and be sold through high-end stores
and partnerships with coffee shops.
Risks
o Even wealthy consumers may not be willing to pay $5/bar, especially in a recession
o A resurgence in instability in Madagascar would disrupt operations
Next Steps
o Interview consumers about WTP for bars
o Find reliable suppliers in Madagascar
Madecasse
85
Exhibit #1
Madagascar Colombia Venezuela
Pounds/hectare
3,000
5,000
6,000
Available hectares
12,500
20,000
17,000
Manhours to harvest a hectare
$/man hour
Bars/pound of beans
Price per bar
Madecasse
$1.50
$1.75
$2.25
2
$5.00
2
$5.00
2
$5.00
86
Exhibit #1 Solution
Pounds/hectare
Available hectares
Total Harvest
Manhours to harvest a hectare
Total Time to Harvest
$/man hour
Total Labor Costs
Cost/Pound
Cost/bar
Bars/pound
Bars
Price per bar
Revenue
COGS
Profit
Spending in Madagascar
Impact to Madagascar
Madecasse
Madagascar
3,000
12,500
37,500,000
6
225,000,000
$1.50
$337,500,000
$9.00
$4.50
Colombia
5,000
20,000
100,000,000
5
500,000,000
$1.75
$875,000,000
$8.75
$4.38
Venezuela
6,000
17,000
102,000,000
3
306,000,000
$2.25
$688,500,000
$6.75
$3.38
2
2
2
75,000,000
200,000,000
204,000,000
$5.00
$5.00
$5.00
$375,000,000.00 $1,000,000,000.00 $1,020,000,000.00
$337,500,000.00
$875,000,000.00
$688,500,000.00
$37,500,000
$337,500,000
$375,000,000
$125,000,000
$331,500,000
$125,000,000
$331,500,000
87
Canadian Retailer
88
Sample Framework
(This is one approach, remember that there are other potential frameworks)
Sample Candidate Framework
Increase Revenues:
Increase Price
Customization
Add Value
Cross-sell and bundle
Increase Volume
Sell in new markets
Increase frequency of purchases (customer loyalty programs)
New products (beware of cannibalization)
Steal share
Decrease prices
Promote more
Establish deals with distributors to increase distribution channels
Decrease Costs
Fixed Costs
PP&E
Marketing
SG&A
Variable Costs
COGS
Consolidate purchasing
Volume discounts
Labor
Canadian Retailer
89
Revenue
Company
What is the overall pricing strategy for CR? Where can
CR cut prices and where can it raise them? How much
would each store need to make to get to the $100
million?
Cost
How much does each store need to save to reach the 100
million? If its going to be a permanent change, it should
be in the variable costs. What kind of variable costs
would the store have? Extra info: profit tends to be 010% of revenues with an average of 5% (they should
determine profit of 200 million from this info)
Variable as a percentage of sales
COGS 80%
Labor - 10%
Rent 5%
Canadian Retailer
90
Question #1
Question #1:
Looking at the variable costs, where would you look for opportunities?
Question #1 Solution:
Labor:
How is labor tasked store manager discretion
Cashiers, greeters, janitorial staff
One issue CR has noticed is that they dont differentiate between the work week and the weekend in terms
of labor required. This leads to long lines on Saturday and undertasked employees during the week. Do
they need the same amount of cashiers all the time? Can employees do more than one activity?
Demand cycles
Average transaction time
Service level
Rent:
Pretty non negotiable and CR doesnt have an interest in rural areas that would be very cheap
COGS:
Could negotiate with suppliers
Forecasting might help buy in bulk
Not really savings but what about exclusive products?
Canadian Retailer
91
Conclusion
Recommendation
Recommendation: To maintain their stronghold on the Canadian market CR should focus on decreasing its
costs. It can do so by focusing on Divest excess capacity or using excess capacity for another purpose,
leasing store space instead of buying, relocating somewhere cheaper outside of Canada, reducing marketing
and relying on its known brand equity within the Canadian market, look for opportunities to decrease SG&A
and infrastructural costs. CR should also specifically look at its labor practices to determine if there is an
opportunity for costs savings there.
Next Steps
Next Steps: CR should now move to take a closer look at its supply chain and internal costs to identify
Specific opportunities to decrease its costs and increase its ability to be competitive in the market. CR
should also determine the feasibility of the measures recommended.
Canadian Retailer
92